Managing project ending:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
London [u.a.]
Routledge
2009
|
| Edition: | 1. publ. |
| Series: | Routledge advances in management and business studies
40 |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | XVI, 112 S. |
| ISBN: | 9780415423373 9780203886663 0415423376 0203886666 |
Staff View
MARC
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Record in the Search Index
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| adam_text | Contents
Foreword
x
Acknowledgements
xi
Introduction: our approach to projects
xii
Attention to project endings
xii
Project management with a contextual view
xiii
A case study on management of the ending
xiii
Who is this book for?
xiv
1
Ending a project: more than project closure
1
Introduction
1
What is a project?
2
Definition of a project
2
Project life-cycle
3
Project termination is difficult
7
Failure or success?
7
Timing of termination
8
How should a project be terminated?
9
Projects take place in business networks
9
Planning the ending strategy
10
Project-ending competences
11
The ending means managing changes in different relations
11
Success in ending
12
The Ending Project: a case study from the aircraft industry
12
Key points for managers
20
2 Network
context
of the project
22
Projects are open systems
22
The business network approach
22
What is the network context of a project?
23
The network context of a project is always unique
31
Project termination and the network context
32
Termination of individual business relationships
32
Management of unique, parallel and interconnected relations in
project termination
34
Key points for managers
38
3
Project-ending strategy
41
Why is a project-ending strategy needed?
41
Key elements of the project-ending strategy
42
Realisation of the need to end a project
43
What hinders the ending decision?
44
Gaining advance support for the difficult decision
45
Planning of the Ending Project
49
Involvement of the general management level in the
initiation phase
49
Who should be informed, and how?
53
The timing of information sharing is crucial
56
Key features of the Ending Project
58
Key points for managers
59
4
Project-ending competence
61
Project-ending competence is rare
61
What is project-ending competence?
63
How is project-ending competence gained?
64
Acquiring external competence
64
Mapping company-specific knowledge
65
Activating project-specific ending knowledge
67
Challenges for the Ending Project manager
70
Challenge
1:
Keeping the key project members
71
Challenge
2:
Managing a new type of team
72
Challenge
3:
Managing all of the relations at the same time
74
Key points for managers
74
5
Managing
the
network
context of an Ending Project
76
The first step: identifying different connection types
77
Projects are connected
77
Stakeholders communicate with one another
78
There are connections over time
80
Changes spread far via the indirectly connected relations
81
The second step: managing complexity
82
Dealing with different stakeholder groups
83
Dealing with influential stakeholders
85
Understanding others
view of the network context of the project
88
Success in project termination
93
Key points for managers
94
6
Conclusions: how to be successful in project ending
96
What is new in our perspective on projects?
96
The uniqueness of the case study in this book
97
The importance of management
98
Ending strategy
99
The three phases of the ending strategy
100
The right timing is vital
100
The atmosphere changes
101
Ending competence
101
Organisation for ending
102
Success in project endings and Ending Projects
103
What does it take from the managers?
104
Bibliography
106
Index
109
|
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| illustrated | Not Illustrated |
| indexdate | 2024-07-09T21:34:09Z |
| institution | BVB |
| isbn | 9780415423373 9780203886663 0415423376 0203886666 |
| language | English |
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| physical | XVI, 112 S. |
| publishDate | 2009 |
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| publisher | Routledge |
| record_format | marc |
| series | Routledge advances in management and business studies |
| series2 | Routledge advances in management and business studies |
| spelling | Havila, Virpi 1946- Verfasser (DE-588)171252292 aut Managing project ending Virpi Havila and Asta Salmi 1. publ. London [u.a.] Routledge 2009 XVI, 112 S. txt rdacontent n rdamedia nc rdacarrier Routledge advances in management and business studies 40 Includes bibliographical references and index Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Projektmanagement (DE-588)4047441-0 s DE-604 Salmi, Asta Verfasser aut Routledge advances in management and business studies 40 (DE-604)BV011193797 40 Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017311216&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Havila, Virpi 1946- Salmi, Asta Managing project ending Routledge advances in management and business studies Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4522595-3 |
| title | Managing project ending |
| title_auth | Managing project ending |
| title_exact_search | Managing project ending |
| title_full | Managing project ending Virpi Havila and Asta Salmi |
| title_fullStr | Managing project ending Virpi Havila and Asta Salmi |
| title_full_unstemmed | Managing project ending Virpi Havila and Asta Salmi |
| title_short | Managing project ending |
| title_sort | managing project ending |
| topic | Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Project management Project management Case studies Projektmanagement Fallstudiensammlung |
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